The challenges of the healthcare industry today require hospitals and health systems to apply all available resources to a strategy toward reducing cost and improving quality. One of healthcare organizations’ greatest resources — and often the key to the success of new initiatives — is their employees. Attracting and retaining skilled employees necessitates a nurturing environment that encourages and rewards innovation through both material and nonmaterial benefits.
While tangible benefits, such as health insurance and compensation, are important to employee satisfaction, what may be more important are intangible benefits, such as respect and recognition. “It’s not about the money,” says Paul Spiegelman, founder and CEO of BerylHealth, a company focused on the patient experience. “People want to feel valued.” In fact, most of the following pillars of success involve abstract concepts that, while difficult to define, may ultimately separate a “good” workplace from a “great” one.
READ MORE HERE:
10 Pillars of Success for Top Healthcare Workplaces | Hospital Management & Administration.
Posted in Health, Leaders, Talent
- Tagged culture, Engagement, executive coaching, Focused Coaching, health, healthcare jobs, healthcare leaders, hiring, Key Employees, Leadership, Lisa Pasbjerg, Organizations, physician development, Positive Organizational Scholarship, Retaining talent, stress management, Top Talent, Turnover, US Jobs
The former head of product development at Genentech talks about the rise of sequencing, how the FDA should change, and what the future of health care delivery will look like.
UCSF Chancellor Susan Desmond-Hellmann On How Healthcare Is Changing – Forbes | LinkedIn.
What do you think of her ideas? Do you agree? Please share your comments.
Posted in Health, Leaders, Uncategorized
- Tagged Focused Coaching, health, healthcare jobs, Leadership, Lisa Pasbjerg, Organizations, physician development, Susan Desmond-Hellmann, Women Lleaders
Interest grows as health systems employ more doctors and prepare them for increased responsibilities as part of health system reform.
By Victoria Stagg Elliott, amednews staff. Posted Feb. 23, 2012.
Hospitals are no longer waiting for physicians to get themselves trained for leadership positions.
Some are providing in-house leadership education, hoping that increasing numbers of aligned physicians will do more than clock in, provide good patient care and then clock out. Hospitals seek independent physicians connected with the institution for training as well as those they employ.
“It’s clear that we need physicians to do more than just run the medical staff,” said James Rice, PhD, project director for the consulting firm Management Sciences for Health, who has written several reports on physician leadership issues. “But for physicians to go into leadership and management roles, serve on committees for the medical staff, take on part-time medical directorships, run accountable care organizations, be on process improvement teams, a new set of competencies%
via Hospitals ramp up physician training for leadership roles – amednews.com.
Here I am posing, (as required), in the official “presenter’s hat” at the Crystal Mountain Resort in Thompsonville, Michigan.
What do you think of the hat?
I had just completed my presentation on”Preventing and Reversing Burnout: The Keys to Renewal, Energy and Engagement in an Era of Extreme Challenges and Change.” for large group of physicians at their annual clinical “Snow Meeting” for ACOG (The American College of Obstetricians & Gynecologists)
Physician stress and burnout have become an increasing concern for physicians and health care providers across the country. A number of studies from the Mayo clinic show the negative effects, not just on physician well-being, but also on physician error rates and the overall quality of patient care. A survey of over 2000 physicians across the U.S. just published in November by Physician Wellness Services, revealed that 87 percent of physicians reported that they were “moderately” to “severely” stressed every day.
My goal in facilitating this workshop was to provide in a highly interactive and energizing way simple tools and actionable strategies for use by each participant. And, that these tools and strategies would then allow them to develop a personal action plan for self-renewal and building resilience in order to prevent and reverse the signs and symptoms of burnout.
I hope that I was successful and look forward to the feedback (to be coming soon.)
What is your favorite stress management strategy?